The Curse of The Superstar CEO  

Oleh:

Khurana, Rakesh

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 80 no. 9 (2002), page 60-67.
Topik: ceo; CEO; interpersonal behaviour; leadership; management styles; personal strategy & style; power & influence; values; vision

Ketersediaan

Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.19 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

Lihat Detail Induk

Isi artikel

When struggling companies look for a new chief executive today, the one quality they prize above all others is charisma. But once they've recruited a larger - than - life leader, they often find that their troubles only get worse. Indeed, as the author's new research painfully reveals, the widespread belief in the powers of charismatic CEOs can be problematic. Why ? First, Khurana says, there's no conclusive evidence that charismatic leadership affects an organization's performance. Second, the insistence on finding a charismatic leader, combined with the undefinable nature of charisma, results in selection processes that are overly conservative and even irrational. Boards end up considering only candidates who have already achieved the rank of CEO or president at a high - performing, high - profile company, even if they are not right for the job. Third, charismatic leaders deliberately destabilize organizations. This can result in a more vibrant company, as it did at General Electric during Jack Welch's tenure, but it can also leave a troubled legacy for the organization to overcome, as GE, Ford, and Enron have all found. Faith in a company, a product, or an idea can unleash tremendous innovation and productivity.

Opini Anda

Klik untuk menuliskan opini Anda tentang koleksi ini!

Kembali